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Eliada's 2009 Annual Report, Strategic Plan, & 20 Year Vision
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c h a r t i n g a p a t h t o s u c c e s s
Fiscal Year 08/09Annual Report, strategic plan
& 20 year vision
E L A D AFaith, Hope & Love. Excellence. Teamwork. Integrity.
“Without a single dollar and without friends to pledge its support, the work had its beginning in prayers & tears which fanned faith into a flame of motion... but what has been done is so little compared with what is yet to be done.”
-Dr. Lucius B. Compton, Founder of Eliada (1909)
Table of ConTenTs
3 Historic Timeline
5 Letter from the President & CEO
7 Programmatic Descriptions & Achievements
21 Financial Performance
27 Strategic Plan & 20 Year Vision
41 Thank You to Donors
a brief history of eliada
Eliada, circa 1906. Dr. Compton is pictured to the far left.
In 1903, Dr. Lucius B. Compton founded Eliada with a deep spiritual conviction to serve “the last, the least and the lost.” With little money, he began “Eliada Orphanage & Rescue Work” with a complete dependence on providential care. As the years went on Eliada grew to become a home and family to thousands of children with nowhere else to turn.
We continue Dr. Compton’s legacy of serving children and families in need through a diverse spectrum of programming designed to fulfill our mission: Helping Children Succeed. Today, we offer residential care, foster care, day treatment, case management, child development center services, and therapeutic recreation programming.
If you would like to learn more about Eliada, consider taking a tour of our historic West Asheville campus. Tours are offered each second and fourth Tuesday beginning at 10:30 am, and can be scheduled by phoning 828.254.5356 x 108 or emailing [email protected]. More information can also be obtained by contacting us:
EliadaPO Box 16708
Asheville, NC 28806828.254.5356 (phone)
828.259.5384 (fax)[email protected]
An aerial view of Eliada’s 200-acre campus taken in 2009.
a brief history of eliada
1903Dr. Lucius B.
Compton founds Faith Cottage as a home for unwed
mothers.
1910A farm is given
to Eliada. Eventually, the
farm incorporated a dairy barn
that operated in conjunction with Biltmore Dairy.
1960’sResidential cottages
are built on Eliada’s campus,
transitioning the children
from dormitory living to cottage
accommodations.
1990’sEliada Academy
opens. Eliada converts to mental health services and
achieves national accreditation.
2006Eliada opens the
state’s first stand-alone Psychiatric
Residential Treatment Facility
(PRTF).
1906As the number of
children living in Faith Cottage grew,
Dr. Compton saw the need for an
orphanage, which he named ‘Eliada’,
a biblical word meaning ‘One for
Whom God Cares.’
1920’s - onEliada continued to grow, becoming a home for thousands of children. Throughout this time, Dr. Compton depended entirely on the farm and community support to continue his ministry.
1979Eliada’s Child Development Center opened and began providing daycare and summer camp programming to the community.
2000’sEliada introduces Enhanced Services and a minibike program begins. The RISE internship program is founded.
2010Responding to local and state need, Eliada transitions to an all-PRTF residential campus for high-acuity children and adolescents.
A Legacy of Caring...
1903Dr. Lucius B.
Compton founds Faith Cottage as a home for unwed
mothers.
1910A farm is given
to Eliada. Eventually, the
farm incorporated a dairy barn
that operated in conjunction with Biltmore Dairy.
1960’sResidential cottages
are built on Eliada’s campus,
transitioning the children
from dormitory living to cottage
accommodations.
1990’sEliada Academy
opens. Eliada converts to mental health services and
achieves national accreditation.
2006Eliada opens the
state’s first stand-alone Psychiatric
Residential Treatment Facility
(PRTF).
1906As the number of
children living in Faith Cottage grew,
Dr. Compton saw the need for an
orphanage, which he named ‘Eliada’,
a biblical word meaning ‘One for
Whom God Cares.’
1920’s - onEliada continued to grow, becoming a home for thousands of children. Throughout this time, Dr. Compton depended entirely on the farm and community support to continue his ministry.
1979Eliada’s Child Development Center opened and began providing daycare and summer camp programming to the community.
2000’sEliada introduces Enhanced Services and a minibike program begins. The RISE internship program is founded.
2010Responding to local and state need, Eliada transitions to an all-PRTF residential campus for high-acuity children and adolescents.
A Legacy of Caring...
letter from the president & ceo
“Make no little plans. They have no magic to stir men’s blood and probably themselves will not be realized. Make big plans. Aim high in hope and work, remembering that a noble, logical diagram once recorded will not die.” -Daniel Burnham
Dear Friends of Eliada:
This may be the most comprehensive and important document we’ve ever issued.
This annual report lists not only our accomplishments of the past year, but also introduces our strategic plan and 20 year vision for Eliada. The ideas reflected in the 20 year vision are nearly seven years in the making, beginning with Eliada’s very first strategic plan in 2003. The new initiatives, programs, and focus areas described herein are exciting, and all of us at Eliada are proud and humbled by the potential they hold to positively impact the lives of children and families in need.
If Helping Children Succeed is a cause close to your heart, this is a document you will want to read carefully.
Many of the ideas you will read about are ambitious, such as our goal to open a degree-granting vocational school specifically designed for youth transitioning from the social service and mental health systems. Young people aging out of foster care or residential care will attend the vocational school to learn valuable skills and trades to help them rise above the statistics that characterize their demographic. Rather than enter adulthood with few marketable skills or resources, graduates of our vocational program will enter the working world with specialized ability, a technical degree, and the ability to be self-sufficient.
To realize this and many other goals within this report will take the dedicated commitment of our staff, students, donors, volunteers, board, and community. It will take countless hours of
research, planning, fundraising, and advocacy. Yet we cannot shy away because the goal is hard to reach; in the words of former Congressman Frank Clark, “If you can find a path with no obstacles, it probably doesn’t lead anywhere.”
We have accomplished lofty goals before. In our two previous strategic plans, we accomplished over 95% of the short and long-term objectives ahead of schedule. We have done the hard work of fleshing out our core values, looking honestly at our strengths as well as our weaknesses, and charting a focused and considered course to the future. Our foundation is solid, and, according to the plan outlined in the following pages, we are ready to enter a new era of service.
It has been said that a goal without a plan is just a wish, yet it takes more than just a plan to bring life to an idea. It also takes support. As a non-profit organization, Eliada was founded on the idea that not only do we serve the community, we also belong to the community. Each of you are a part of Eliada, and it will take each of you to make these goals a reality.
I will be upfront with you; if you are reading this report, you can expect a call from Eliada. We each have something unique to contribute to the future of this organization. Some may have financial resources, others may bring technical expertise, contacts, or volunteer time. We all have something important to give.
Thank you for taking the time to read this report. Share it with your friends, family, colleagues, and church members. If you have questions about any of these ideas or want to learn more, contact us. We operate with complete transparency and welcome the opportunity to share more about what we do.
Very Sincerely,
Mark C. Upright, J.D., M.B.A.President & CEOAttorney at Law
what is eliada?
OUR MISSIONHelping Children Succeed
OUR VISIONTo provide the optimal learning environment to empower children and their families to succeed
OUR CORE VALUESFaith, Hope, & Love, Excellence, Teamwork, Integrity
OUR CORE PURPOSEEliada provides an environment in which children and their families can find their own unique gifts and strengths to reach their fullest potential
Eliada is committed to providing the highest quality of care for each child and family it serves. The Eliada Model is a comprehensive, solution-focused treatment approach that integrates best practices with an individualized treatment process. Our model blends behavioral, educational and clinical components to systematically implement the most appropriate service delivery.
The Eliada Model focuses on the development of vital social, academic and community living skills. Through clinical and program consultation, person centered plans are developed with the child and family to meet the needs of each student. Ongoing assessment of each child’s plan is critical to maximize the child’s strengths and abilities to reach individualized treatment goals.
Each child and family is treated with respect, dignity and cultural sensitivity. Confidentiality is safeguarded and students’ care and treatment are characterized by competence and compassion. Health, safety, physical and emotional well-being of each student and family are paramount. Success is supported by involving families and communities. By working closely with individuals, families and agencies that are integral to the student, we are better able to provide treatment services that enable short and long-term success.
Every family has the capacity for growth and change, and every child needs a permanent, caring family. Eliada strives to reunify children and families, or when this is not possible, to secure a safe, loving and permanent alternative family.
TREATMENT
PROGRAMS
Psychiatric Residential Treatment Facility (PRTF) services for children and adolescents
Foster care
Therapeutic foster care
Day treatment at Eliada Academy
Clinical services
Community Support & Case management
Program Evaluation
treatment
Before I stepped foot on Eliada’s campus I was a child that had no respect for others. I was involved in drugs, alcohol, and running away and saw no wrong in it. I was thirteen and had always struggled with anger, depression, and never being the popular kid in school. I had been to seven prior facilities and none of them seemed to provide the help that I needed. I remember sitting around a table with my counselors on my first day at Eliada. I thought, “I’m going to stay here, not talk to anybody, not make any friends, and get out. How hard could it be?” Within the next few months I struggled, not understanding that I had a whole world of opportunities at my fingertips. Living apart from my old life, I was isolated from the mistakes I’d made and all that was familiar to me. Isolation from the real world is what really helped me. It wasn’t total separation but it was enough for me to focus on my life. The sports and activities helped me get a break from dealing with my emotional troubles. I was involved in basketball, softball, track, and the NYPUM minibike program. We swam during the summer, went to the campus church on Sundays, and occasionally went on outings. I received two Silver Honor Roll certificates at Eliada Academy, the Martin Luther King Jr. award, NYPUM student of the month, art contest participant award, defensive player of the year award in basketball, best female comedian award, and two student of the month awards in English class. All of these activities gave me hope that I could change.
It took me seven months to realize what I had at stake. One night it finally hit me that Eliada was a second chance for me. I had two choices, I could stay in my same rebellious mindset and not change at all or I could give myself a chance and change for the better. That night I
looked up at the full moon and looked back at Cummings Cottage. I thought, “This Eliada experience is like walking uphill in sand. Its extremely difficult and tiring, emotionally and physically, but when you get to the top and look down you’ll see the hill that couldn’t hold you back. It’ll be the biggest feeling of accomplishment that you have ever felt. Take it one step at a time and you will make it.” I used to take three medications daily to control my emotions. Now, I’m completely off all of them. I have been in a foster home since August 2006. I have a wonderful relationship with my foster family and adore where I’m living. I will graduate high school in 2010 and plan on going to a four-year college in 2011. I want to move to Asheville and be an interior designer. I have been taking violin lessons for two years and I love it. I’m comfortable with school and my grades are better than they’ve ever been. I’ve been drug and alcohol free for a good while now and I couldn’t have done it with out support from Eliada. I’m ready to accept everything that life dishes out. I’m confident that I can make it through life successfully and never look back at what happened before. When I look back at my past I think that going to Eliada is what truly helped me change my life around. I’m proud of myself and I have no doubt in my mind that I can do anything as long as I set my mind to it. If it wasn’t for Eliada I don’t know where I would be today. I hope that I can reach out to youth in need through my success story and give them a sense of hope. Everyone can change but sometimes they need a shoulder to lean on or a solid foundation to depend on. Eliada was there to help me, to stick with me though rough times or good times, to give me something to temporarily depend on, and to help me be the person I was born to be.
Devon Reaches for the Stars
{ success story }
Program Age & Gender
Socio-economicStatus
Ethnicity & Region of Origin
RepresentativePresenting Problems & Diagnoses
Case History& Representative Family Characteristics
Residential 8-18
75% Female
25% Male
80% Poverty/Low Income
20% Middle Income
79% Caucasian
7% African American
7% Native American
7% Biracial
65% WNC
Suicidal ideation; post-traumatic stress; major depression; physical & sexual abuse
3-22 prior placements; family structure characterized by frequent seperation, abandonment, mental health problems, domestic violence, financial instability, & suicide.
Foster Care & Therapeutic Foster Care
1-18
47% Female
53% Male
91% Poverty/Low Income
9% Middle Income
89% Caucasian
6% Biracial
5% African American
94% WNC
Suicidal ideation; running away; conduct disorders; post-traumatic stress; anxiety disorders; physical & sexual abuse; neglect
70% have prior placements; family structure characterized by frequent separation, abandonment, mental health problems, substance abuse, financial instability, domestic violence, unsanitary living environments, lack of supervision, & exposure to pornography.
Day Treatment 8-18
49% Female
51% Male
90% Poverty/Low Income
10% Lower Middle Income
80% Caucasian
7% African American
7% Hispanic
6% Biracial
73% Buncombe County
Aggression; attention problems; grief; abuse/neglect; mood disorders; attachment disorders; depressive disorders
1-5 prior placements; 40% performing one or more grades below grade level; family structure characterized by poverty, incarceration, dysfunction, substance abuse, & domestic violence.
Community Support & Case Management
5-19
63% Female
37% Male
90% Poverty/Low Income
10% Middle Income
89% Caucasian
11% African American
100% WNC
Self-injurious behaviors; physical & sexual abuse; neglect; aggression; depression; post-traumatic stress, conduct & oppositional disorders
0-10 prior placements; family structure characterized by mental illness, unresolved grief, substance abuse, incarceration, lack of structure, unsanitary living environments, and lack of accountability.
Treatment Programs: DemographicsTotal Served in FY 08/09: 307
who we serve
Opened Earle Cottage, an unlocked 5-bed coed unit for young children in December, and reached full capacity in February. The first student graduated in April.
Responding to community need, we again expanded our PRTF program in late 2009. Cummings and Reuter cottages opened as PRTF units in September & November, thereby bringing our total capacity to 39 students.
Provided a crisis bed in Lions PRTF for the Western Highlands Network eight-county area. Crisis bed placements assisted children and families with stabilization of emergent situations, providing time to work on family issues and preventing costly psychiatric hospitalizations. All students were returned to their family, foster family, or group home after a 5-7 day crisis stay.
Made history with the first-ever PRTF theater performance on campus. Reynolds girls prepared and starred in their own unique version of Snow White & The Seven Dwarfs. Lions and Reynolds students worked for several weeks on an adaptation of Romeo & Juliet, while Earle children presented a talent show and student art exhibit.
Implemented on-site medical care for dentistry and x-rays.
Implemented a new residential staffing schedule which improved staffing patterns and job performance while lowering costs.
Three children were adopted by their foster parents, and 3 children were placed in guardianship with their grandmother/foster mother.
Employed an experienced foster care recruiter and trainer who trained and licensed eight new foster homes.
Joined the NC Chapter of the Foster Family Treatment Association.
Converted to a field-based model with staff working out of their homes and agency vehicles, equipping staff with agency laptops, internet connections, copier/fax machines, and cell phones.
treatment highlights
Psychiatric Residential Treatment Facility (PRTF) Program
Foster Care & Therapeutic Foster Care
Employed a new Education Director with vocational and technical education certification, administrative certification, experience as a middle school principal, and curriculum/instruction experience.
Employed a Title l Teacher to provide educational assessments & individualized instruction for students reading 2 or more levels below grade level.
Held the 3rd Annual Eliada Academy Winter Formal. Students and staff gathered at Eliada’s recreation center for prom photos, dinner, and dancing.
Restructured clinical services, adding a part-time psychologist to handle court commitments and a fourth therapist to meet the increased need for therapy and clinical supervision. Promoted an experienced therapist to the position of Clinical Director.
Two clinicians presented a workshop on Dialectical Behavior Therapy (DBT) with horses and adolescents at the national Equine Assisted Growth and Learning Association (EAGALA) conference in March.
Converted to a field-based model with staff working out of their homes and agency vehicles.
Achieved significant milestones with several clients, i.e. graduation from high school, completion of a nursing tech program, honor roll in public school, and obtaining a first job.
Piloted a longitudinal survey covering all areas of child well being (employment, living environment, education, physical and mental health, spiritual health, etc.). Implemented the full survey on July 1, 2009 in all program areas.
Successfully completed the Duke Endowment grant including transition to our current Program Evaluation Coordinator assuming management of the evaluation processes on July 1, 2009.
Revised logic models and outcomes measured based on experience in FY08. Standardized data collections processes with clear follow up and accountability.
Day Treatment
Clinical Services
Community Support & Case Management
Program Evaluation
Eliada’s Child Development Center serves over 400 infants, preschoolers, and school age children each year. Combining an enriching environment, highly educated staff members, and a dynamic approach to learning, Eliada’s education programs aim to instill a positive self-concept from a very early age. The educational model, called Foundations, is based on the core ideas that:
l Each child is unique;
l Development occurs in predictable patterns;
l Young children are active learners;
l Many factors influence a child’s development;
l Children with disabilities learn best in inclusive settings.
Child Development programming focuses on emotional and social development, health and physical development, language development and communication, and cognitive development. Our programs have attained 5-star licensing and are accredited by the National Association for the Education of Young Children (NAEYC).
EDUCATION
PROGRAMS
Child Development
Preschool
More at Four
Afterschool
Summer Camp
education
Successfully maintained 5 star licensing (all programs), as well as NAEYC accreditation.
Teacher Karen Jeter was honored at the annual family choice awards for her work with special needs children. This is the second year in a row she has achieved this honor.
Engaged in a new nutrition initiative to set high food standards and incorporate farm-to-table concepts within the preschool curriculum.
Director invited to serve on the “Ready School” committee for Buncombe County schools.
Through membership with Buncombe County Local Interagency Community Council, continued to advocate for Early Intervention Services in the community.
Successfully graduated 86 children through the More at Four program.
Teachers Tara Robbins and Jennifer Donati presented 2 workshops at the Early Childhood Western Regional Conference.
More at Four audits completed with full compliance.
Expanded the afterschool program to serve an average of 95 children each school year.
Created an outdoor classroom for homework and arts & crafts activities.
Intensified partnerships with schools and families to become more involved with high-risk children and a bigger part of their individual learning plans.
Worked with a school age specialist toward quality enhancement.
Creation of “The Bully Project”; produced by the children, for the children to educate on bullying and the consequences of bully behavior.
Increased summer camp capacity to serve 154 children and adolescents.
education highlights
Child Development
Preschool
More at Four
Afterschool
Summer Camp
Joshua began attending Eliada’s “More at Four” program in late August of 2009. “More at Four” is a free kindergarten readiness initiative designed to ensure that all children are able to enter school with basic skills and an equal chance for success. The program is especially helpful for children with developmental delays and can be an important opportunity for early intervention.
Joshua was a perfect candidate for the program, having been recently diagnosed with Autism. His mother had become concerned that Joshua didn’t speak very often, instead expressing himself through temper tantrums and angry outbursts. She hoped that his experience at Eliada would help him work through these issues before he went to public school.
Fear of new environments can be a hallmark of autism, and Joshua initially struggled at Eliada. He had difficulty with transitions and interacting with other children his age. His tantrums continued and at times he would even hit his classmates to get their attention.
Joshua’s teachers realized that in order for him to feel comfortable, Joshua needed a special routine and consistent structure to follow every day. They also realized the importance of modeling appropriate ways to express feelings and needs. The other classmates helped Joshua by guiding him to play nicely, often saying “Use your words, Joshua!”
Joshua now feels secure and happy in the classroom, and has made friends with many of the other children. He is able to interact with his peers and express basic needs using words in English and Spanish. With guidance and lots of hugs from his teachers, Joshua isn’t hurting his friends and loves playing with them. He enjoys sitting down for story time and repeats the words aloud. His tantrums have ceased and he can often be seen with a big smile on his face! His mother reports that Joshua wakes up every morning at 5:30 am and tells her, “Mama, escuela!” (“Mom, school!”).
The most important thing Joshua learned during his time in the More at Four program is the self-assurance to succeed in kindergarten. Now, he can enter school with basic knowledge and, more importantly, the communication and social skills that will enrich his relationships with teachers and peers.
Last year, 86 young students graduated from the More at Four program at Eliada. They took part in a graduation ceremony complete with caps, gowns, and diplomas, walking the stage in the presence of their teachers, families, and friends. We can only hope that for these students, this ceremony was only the first in a series of celebrations of the scholastic accomplishments they will achieve over their academic careers.
More at Four in Action
{ success story }
Program Age & Gender Socio-economicStatus
Ethnicity & Region of Origin
Presenting Reasons for Enrollment
Special Needs
Child Development (Preschool)
Infant: 17.75%; 12-23 months: 17.75%;
2 years: 25.64%; 3 years: 28.21%; 4 years: 10.26%
61.54% Female
38.46% Male
Poverty/Low Income: 48.69%
Middle Income: 20.51%
High Income: 20.51%
(7.6% Unreported)
64% Caucasian
21% Multiracial
10% Hispanic
5% African American
93% Buncombe County
92% Working parents
8% Parents attending school
97% None
3% Asthma
More at Four 4 years: 80%
5 years: 20%
52% Female
48% Male
Poverty/Low Income: 78%
Middle Income: 2%
High Income: 6%
(14% Unreported)
70% Caucasian
12% Multiracial
8% Hispanic
4% African American
4% Native American
100% Buncombe County
44% Kindergarten readiness
34% Working parents
10% Parents attending school
10% Development needs/physician referral
68% None
6% Developmental delay
6% Speech/language delays
4% Asthma
2% ADHD/ADD
4% Other
Afterschool & Summer Camp
5-10 years: 88%
10-15 years: 12%
56% Female
44% Male
Poverty/Low Income: 60%
Middle Income: 9%
High Income: 14%
(17% Unreported)
77% Caucasian
10% Hispanic
7% African American
6% Multiracial
86% Working parents
8% Parents attending school
6% Development needs/physician referral
57% None
16% ADHD/ADD
11% Asthma
9% Speech/language delays
3% Developmental delays
1% Autism
1% Learning disabilities
3% Other
Education Programs: DemographicsTotal Served in FY 08/09: 411
who we serve
Enhanced Services provide a unique opportunity for our students to participate in engaging, fun and challenging activities that they may otherwise not have the opportunity to experience. Each of the programs is designed to build confidence, instill a healthy lifestyle and teach important character development traits. Whether it is learning to ride a dirt bike, care for a horse or responsibly complete the duties of an after-school job, the Enhanced Services programs bring enrichment, excitement and unique opportunities for growth to each of its participants.
The Enhanced Services department strives to make the students’ experience challenging, fun and rewarding. By exposing students to unique opportunities in a supportive environment, we hope students learn the confidence to try new things and experience success in healthy and productive activities. In this department relationship are built, self-esteem is heightened, success is experienced and A LOT of fun is had by students and family members of all ages!
ENHANCED SERVICES
PROGRAMS
National Youth Project Using Minibikes (NYPUM)
Therapeutic Animal Stewardship Cooperative (TASC)
Intramural Athlethics
Spiritual Development
Independent Livng
enhanced services
Two residential leadership staff became certified NYPUM instructors.
Implemented students setting three personal development goals to earn riding time; students who met goals rode on Slippey Mountain and traveled to other communities to ride on special courses.
Eliada sent four high-achieving NYPUM students to the national NYPUM rodeo in Massachusetts, and is in the early stages of planning to host the 2010 Southeast Regional NYPUM rodeo on Eliada’s campus.
Established a Junior Leaders program to reward hard work in the program and keep students involved after they graduate from Eliada.
Developed standard Horsemanship / Character Development Curriculum.
Added a miniature horse, five goats, and a llama to the TASC family.
Strengthened Eliada’s relationship with Paws With A Purpose, a local non-profit. Hosted Paws With A Purpose certification day and developed an animal-assisted therapy curriculum specialized for our students.
Transitioned to intramural athletics teams to better serve high-acuity students.
Developed a standard Junior Golf/Character Development curriculum.
Partnered with Aston Park to offer tennis clinics to treatment students.
Built a relationship with UNCA student athletes who are volunteer coaches for Eliada students.
Developed and implemented a spiritual development philosophy and guidelines. Hosted daily evening and morning prayers in the cottages, two church services on Sunday, a Sunday school class, a weekly girls youth group, Bible study for secured cottages, and another weekly Bible study for any student who wishes to participate.
Offered summer jobs for students working in maintenance, child development, and community-based jobs.
enhanced services highlights
National Youth Project Using Minibikes (NYPUM)
Therapeutic Animal Stewardship Cooperative (TASC)
Athletics
Spiritual Development
Independent Living
At Eliada, we are training the next generation of Human Services professionals and developing leaders within our own organizational structure. We believe in the power of on-the-job education, and in the idea of developing the skills and talents of our employees while tackling management-level problems.
We founded Eliada Institute in 2006. Eliada Institute is comprised of middle managers who meet monthly to work on a project of their choosing. Typically, these projects are broad-based efforts to improve the lives of our students and staff. While they work, they learn managerial skills and gain the ability to think holistically about intradepartmental issues outside of their normal focus area.
Many of our programs offer internship opportunities in partnership with local colleges and universities. In addition, we operate our own post-graduate residential internship program for new college graduates.
PROGRAMS
Residential Interns Seeking Excellence (RISE)
Clinical Internship Program
Child Development Internship Program
Eliada Institute
professional leadership development
In the past fiscal year, recruited 26 RISE interns from local colleges such as UNCA, Mars Hill, Warren Wilson, and Appalachian State, as well as from other areas including the United Kingdom and South Africa.
Four graduating RISE interns stayed on for a second year to serve as lead RISE staff.
RISE staff members provided invaluable service and flexibility during the snow storms of 2009/2010, ensuring that our residential cottages stayed fully staffed despite crippling blizzards and ice storms that prevented off-site staff from traveling to work.
Hosted 2 clinical interns who went on to receive Master’s Degrees in Community Counseling.
One intern presented “Integrating Play Therapy with Art and Music for Grieving Children and Adolescents” at the North Carolina Play Therapy Conference. Another intern provided specialized training on “Communication Techniques to Help With Rapport” to our staff in the cottages.
Due to the success of our previous interns and the valuable experience they gained at our site, our program has grown and we currently have 3 interns. We also developed a relationship with Appalachian State University to provide an internship site for their students in their Clinical Mental Health Counseling program.
Currently hosting two Master’s Level interns in the Child Development program.
Developed a purchasing policy to improve the nutritional value of foods served in the cafeteria and cottages. Increased the agency’s emphasis on fresh fruits and vegetables and set concrete standards for food quality.
Began the process of researching and recommending best practices in employee evaluation; preparing to rework the internal employee evaluation form based on this research.
leadership highlights
Residential Interns Seeking Excellence (RISE)
Clinical Internship Program
Child Development Internship Program
Eliada Institute
financialperformance
revenue 2009 2008
Medicaid $6,406,851 $5,848,179
State & County $1,764,112 $1,529,099
Private Pay $449,617 $426,216
Grants & Gifts $369,465 $437,139
Eliada Foundation $273,666 $959,301
Miscellaneous $10,818 $11,279
Total Revenue $9,274,529 $9,211,213
expenses 2009 2008
Personnel $6,679,953 $6,658,498
Program $1,202,995 $1,208,728
Occupancy & Communications $875,204 $925,973
Professional Fees $298,525 $292,789
Training & Travel $63,828 $85,964
Depreciation $88,100 $84,145
total expenses $9,208,605 $9,256,097
proft/(loss) $65,924 ($44,884)
net assets $868,736 $802,812
Eliada Homes, Inc.Statement of Activities
July 1, 2008 - June 30, 2009
These financial statements have been prepared on the accrual basis of accounting and conform to accounting principals generally accepted in the United States of America as applicable to not-for-profit organizations.
assets 2009 2008
Cash $225,235 $171,089
Accounts Receivable $763,173 $758,775
Pledge Receivable $0 $20,000
Rec. from Eliada FDN $648 $19,525
Inventory $7,945 $5,926
Prepaid Expenses $56,744 $78,968
Property & Equipment $257,432 $218,706
Perpetual Trust $185,700 $221,800
total assets $1,496,877 $1,494,789
liabilities 2009 2008
Accounts Payable $114,420 $128,921
Payroll Liabilities $355,450 $440,827
Other Liabilities $10,353 $27,142
Lease Payable $40,345 $0
Long-term Debt $107,573 $89,479
Payable to Eliada FDN $0 $5,608
total liabilities $628,141 $691,977fund balance
Unrestricted $671,325 $492,087
Temporarily Restricted $11,711 $88,925
Permanently Restricted $185,700 $221,800
total net assets $868,736 $802,812
total liabilities & fund balance $1,496,877 $1,494,789
Eliada Homes, Inc.Statement of Financial Position
June 30, 2009
revenue 2009 2008
Grants and Gifts $644,246 $797,496
Rental Income $199,572 $190,392
Special Events $71,287 $71,718
Investment Income ($12,244) $86,373
Unrealized Profit/Loss on Investments ($433,231) ($209,712)
total revenue $469,630 $936,267
expenses 2009 2008
Development $408,268 $373,098
Scholarships $5,105 $8,889
Grants to Eliada Homes $45,280 $593,961
Depreciation $197,161 $180,753
total expenses $655,814 $1,156,701
profit/(loss) -$186,184 -$220,434
net assets $10,745,762 $10,931,946
Eliada Foundation, Inc.Statement of Activities
July 1, 2008 - June 30, 2009
Eliada Foundation is a not-for-profit corporation that exists and operates exclusively to support Eliada Homes, Inc. in the mission of Helping Children Succeed. The Board of Directors for Eliada Foundation is charged with the management of the physical plant comprising the campus of Eliada Homes. Additionally, the Board is responsible for capital development of Eliada Homes through securing funding for operational and capital needs and by safeguarding existing assets.
assets 2009 2008
Cash $511,426 $155,740
Accounts Receivable $13,856 $7,773
Investments $1,814,881 $2,261,245
Pledge Receivable $34,869 $347,619
Prepaid Expenses $8,214 $0
Prepaid Marketing Material $0 $1,368
Utility Deposit $3,500 $0
Property & Equipment $8,371,513 $8,191,266
total assets $10,758,259 $10,965,011
liabilities 2009 2008
Accounts Payable $6,820 $19,148
Payroll Liabilities $5,029 $0
Accounts Payable to Eliada Homes, Inc. $648 $13,917
total liabilities $12,497 $33,065fund balance
Unrestricted $9,600,080 $9,962,427
Temporarily Restricted $295,595 $119,432
Permanently Restricted $850,087 $850,087
total net assets $10,745,762 $10,931,946
total liabilities & fund balance $10,758,259 $10,965,011
Eliada Foundation, Inc.Statement of Financial Position
June 30, 2009
consolidated net assets 2009 2008
eliada homes &eliada foundation
$11,614,498 $11,734,758
14
12
10
8
6
4
2
0
-2
p p
pp p
l
l
l l
l
qqqqq
n
n
n
n n
11,057,059 11,120,342
11,614,49811,734,75812,000,076
8,463,654 8,371,3139,270,921
8,997,787
9,542,313
7,282,548
8,308,020 8,662,727
9,263,105 9,391,181
2,389,120
1,084,9981,306,353
2,027,899
1,047,858
91,342-469,257
-128,491314,814201,906
FY 05 FY06 FY07 FY08 FY09
Fund Balance Total Revenue Total Expenditures Grants & Donations Investment Incomep n l q
(Mill
ions
)
Five Year TrendsEliada Homes & Eliada Foundation
(Consolidated)
Over the past five years, Eliada has achieved remarkable growth and stability. Even during the recession of the past two years, our fund balance has remained favorable and our total revenue was not drastically affected. Major changes, however, can be seen in our investment income and, to a lesser extent, our donations. Eliada is well poised to meet the financial challenges posed by the realization of goals within the most recent strategic plan, and looking forward to a rebounding of investment income and a resurgence in donations through the institution of a capital campaign.
Eliada is proud of its ability to be proactive and innovative. This is only accomplished by careful monitoring of quality and fiscal indicators, effective communication within the organization, and a continuous strategic planning mechanism to ensure optimum performance. Eliada began this organized approach in 2003 by conducting an environmental scan including surveys of students, parents, referral agencies, legislatures, school administrators, community activists, foundations, and donors. We also conducted SWOT (strengths, weaknesses, opportunities & threats) analyses for each of our program services. We developed quality and financial objectives and reviewed Eliada’s position as a provider of quality services in North Carolina.
Once this process was completed the Senior Management and Board of Trustees met for a two day retreat to review this information and develop short and long term goals for Eliada. After just two years into that strategic plan (2003 – 2006), Eliada had accomplished 98% of the identified goals. The agency achieved a new level of financial stability through the development of managerial tools, policies, and procedures.
In 2006, Eliada began the second strategic planning process. This strategic plan focused on the organizational culture and how we would perform our services as an agency. The team reaffirmed Eliada’s mission and vision statements and developed
Core Values: Faith, Hope & Love, Excellence, Teamwork, & Integrity. These values became the foundation upon which staff and board members are recruited, trained, and hired. They help us identify quality candidates, wrestle with tough decisions, and unify us in our quest to create the optimal learning environment.
Along with the identification of core values, the 2006 strategic plan also outlined 36 new objectives and initiatives. Again, over 95% of the objectives identified have been completed to date; a true testament to the power of strategic planning.
Our most recent strategic plan focuses on the direction Eliada will take over the coming decades. What programs will we expand? What new initiatives will we consider? Who should we serve? How should we respond to community need? These are just a few of the questions the strategic planning process answered.
At the end of the planning process, we had more than a plan; we had a vision. The coming pages will outline Eliada’s 20 year vision, including bold new ideas to serve children and families in completely innovative ways. We invite you to be a part of this exciting time in Eliada’s history, as we realign our programming toward the next century of Helping Children Succeed.
strategic planning at eliada
Strategic Plan&
20 Year Vision
Convert to new Medicaid service definitions for day treatment, therapeutic family services and case management.
Feasibility Study: Add Substance Abuse Treatment to Eliada’s continuum of care. Implement if all criteria are satisfied.
Feasibility Study: Add therapeutic family services in homes owned by Eliada adjacent to the campus. Implement if all criteria are satisfied.
Write the Eliada Model, including specific behavioral models for each treatment unit. Incorporate evidence based practices and interventions in all services.
Create the optimal mix, size, and viability of treatment services within the Critical Access Behavioral Health Agency (CABHA).
Develop and implement expanded therapeutic based vocational, animal, horticultural, recreational, and other curriculum options to promote success in treatment for the diversity of children referred to Eliada’s Mental Health Services.
Longitudinal tracking of students for 10 years after leaving Eliada’s services.
Develop computerized student goal tracking and feedback loop that students use to track their own progress.
Virtual Goal Coach for Students - Utilizing Artificial Intelligence, internet and “bot” technology, the virtual goal coach would be developed for a specific student’s goals to track progress and provide guidance and encouragement for the student. Supplement to existing staff involvement.
Expand After-School Services by increasing PARC enrollment by 30 students.
Develop early interventions services to address:
l Learning Delays & Disabilities
l Physical Disabilities
l Autism
l Hyperkinetic and Behavioral Disorder
l Post Traumatic Stress, Neglect and Abuse
20 year vision: Eliada is a community of highly integrated educational, treatment and character development programs for children, families and the greater community, utilizing horizontal and vertical integration to achieve its mission.
shorT-Term ob jeCT ives
One of the most ambitous and forward-thinking goals outlined in Eliada’s most recent strategic plan is the formation of a new vocational school for youth transitioning from the mental health or social service systems.
Organizations like Eliada have long been troubled by the startling long-term outcomes for youth who transition from foster care or residential care to adulthood. Unequipped for success in the real world, these young people are at extreme risk for homelessness, incarceration, substance abuse, and lifelong dependence on social services.
Realizing that skill development was a critically important component of tackling this challenge, Eliada began an aggressive independent living program in 2003. This series of classes and community field trips taught young people how to open a bank account, access medical care, apply for college, and much more. In addition, we began heavily promoting Eliada Foundation scholarships to youth who were ready to begin college.
Surprisingly, very few students ever took advantage of the scholarship opportunity, and those that did often floundered when given the ultimate freedom and lack of structure that typifies the collegiate experience. We realized that more needed to be done to ensure these young people didn’t fall through the cracks.
Now, we are in the early stages of launching a vocational program specifically tailored to these youth. The program will offer a bridge to adulthood
and provide structure and support to youth who may not have an adult in their lives to turn to for help. Best of all, students will walk away from the program with an associate’s degree in an applied trade, giving them real-world skills and opportunities to become truly self-sufficient.
This is an innovative program unlike any other in North Carolina, and we hope it will be a model for other organizations to follow in piloting similar initiatives. Preliminary thoughts on curriculum offerings include food tech, HVAC, facilities management, green technology, and turfgrass management. The specific strategic goal attached to this project is as follows:
Implement plan to pursue accreditation by 2012:
l Identify Foundation(s) to fund program during
accreditation period of 1.5 years;
l Develop educational/trades program of study;
l Identify 8 initial students for the program;
l Address housing needs;
l Hire/train staff;
l Goal: Full accreditation and trades program that
can be funded completely by Pell Grants, Social
Security, and foster care funds;
l Identify and determine other trades to
incorporate after accreditation is achieved.
Establishing a Vocational Program at Eliada
{ big ideas }
20 year vision: Eliada breaks the cycles that prevent children and their families from succeeding.
Feasability study/needs assessment: adding Adoption Services to Eliada’s continuum of care.
Feasability study/needs assessment: add outpatient and community-based Substance Abuse services to Eliada’s continuum of care. Implement if all criteria are satisfied.
Implement and expand array of services for families of children in treatment, including:
l Parent & Sibling Support Groups
l Parent Training Classes
l Multi-Family Therapy
l Financial and Legal Counseling
Eliada will increase the intensity in which it works with families. Focus on family clarification, reunification, and permanency.
Development of effective aftercare services to ensure continued success for our students and families.
Develop family access to electronics to track student progress; Parent training customized for each family from a library of trainings delivered via internet.
Parent Partnership- Provide expanded parent teacher conferences, parent volunteers, parenting classes, parent support groups and Parent Advisory Committee.
Research and develop funding (grants) to provide services to families:
l Legal, Financial & Housing Counseling
l Immigration Assistance
l Language and GED Courses
l Identification and linkage to Social Services.
shorT-Term ob jeCT ives
Strengthening Family Partnerships
{ big ideas }
Longitudinal studies show family involvement is a direct corollary of student success. At Eliada, our role is to provide families with the tools, skills, and other resources to work in partnership towards their child’s treatment goals.
Last year, we began a new initiative designed to encourage family involvement from the first day of admission. Families sign an agreement stating the expectations for them in their child’s treatment process. Participation in meetings, therapy sessions and therapeutic contact with their child is essential to the process. This effort was successful in our residential services and saw 90% of families participating in treatment. The agreement is now being used in foster care and day treatment.
Now, in our new strategic plan, we are taking our commitment to family involvement to a whole new level. By offering educational programs, parenting classes, and support groups for parents and siblings, we hope to help families create a community network they can draw on for support.
In the coming years, student goals will be tracked using an electronic system accessible through a secure website. At any time, parents will be able to chart their child’s progress, dialogue with their child’s case manager or therapist, and learn about their child’s successes and challenges. Parents will also be able to access a library of trainings, lectures, and resources to help them prepare for their child’s transition home.
We will offer specialized parent trainings on the Eliada Model of care in the hopes of sustaining continuity after a child leaves Eliada. Families will be invited to participate in therapeutic recreation opportunities with their children, creating bonding experiences and offering opportunities for therapists and staff to demonstrate the Eliada Model in action.
Better transitioning planning will be supported by creating an environment in which families can openly examine their strengths and challenges. We plan to implement a standardized assessment tool to measure family communication which can be used in therapy sessions. We will construct an observation space for clinicians and will train therapists in an evidenced-based treatment focusing on changing parent-child interaction patterns. Practicing skills learned in family therapy and in our treatment services during weekends at home will be part of the process.
Many of the families we serve are challenged by outside issues that, while they deeply impact our students, have heretofore been outside of our service area. Legal problems, financial literacy, housing issues, immigration challenges, and health problems are just a few of the many things that can impact family situations. Eliada plans to train staff members to help parents access specialized resources and work through individual challenges.
20 year vision: Eliada is an extremely beautiful environment where architecture, art, nature, and functionality are intertwined.
Facility committee will create a 10 year capital budget for improvements/maintenance of existing facilities.
Access utilization for all facilities and determine future needs for Eliada. Work with Eliada Foundation to develop a master construction plan. Develop a successful capital campaign to fund master plan.
Feasability study: increase housing for staff on campus. Explore linkage with Mountain Opportunity Housing utilizing Compton Place and Wind Ridge.
Create optimal fitness & recreation center in the historic dairy barn. Complete rehab of roof & exterior walls. New HVAC systems. Fitness area with weight room, aerobics & climbing walls.
Construct a full challenge course with low and high ropes, zip line and repelling walls for use with students, family and staff teams.
Feasability: Build a multi-purpose facility to house a training center, meeting rooms, administration and development offices.
Feasability: Construct a chapel for agency and public usage on the top of Slippy Mountain.
shorT-Term ob jeCT ives
View from horseback riding trail across Slippey Mountain.
A Master Plan for the Future
{ big ideas }
At Eliada, our vision statement is to create the optimal learning environment that empowers children and their families to succeed. We believe in the importance of creating an environment that not only honors the children in our care, but gives students a feeling of pride in being a part of Eliada’s campus.
With an eye toward sustainability, we take pride in our continual efforts to renew aging facilities. Allred, home of Eliada Academy, is on the National Register of Historic Places. Health inspections of our cafeteria and student cottages return scores of 100%, which is a testament to the immense importance we place on maintaining high standards for our physical plant.
Over the past seven years, Eliada has invested nearly two million dollars in capital improvements. This investment was absolutely necessary to bring our century-old campus to a level that illustrated our core value of “Excellence.” Now, as we embark on the realization of the agency’s twenty year vision, Eliada is taking this focus on environmental enhancement to a new level.
Our twenty year vision provides for the development of a plan for unprecedented environmental enhancements. This “master plan” will endeavor to make the best possible use of our existing facilities and identify construction or renovation projects that will be supportive to our success. The end product will be the creation of a
campus environment that our students, staff, and community can truly be proud of.
The first phase in the creation of the master plan will be to contract with an architect and/or organizational development consultant. Working with leadership staff and the facilities committee of the Board of Trustees, this consultant will use our twenty year vision as a template for creating a plan that provides full utilization of Eliada’s 200-acre campus.
Clearly, the implementation of the master plan will require a significant investment of time and resources, not just on the part of Eliada, but for the community as well. The second phase in the master plan process is the successful development of capital campaigns to secure the financial elements.
This is an exciting time to be a part of Eliada, and all of us have something unique to contribute to the twenty year vision. In the coming months, look for more information on opportunities to become involved.
Expand training options for experienced treatment staff and foster parents.
Provide Qualified Professional training on family dynamics; group work with families and engaging resistant families in treatment.
Expand RISE program to include a residency program for professionals in their respective fields. Include accounting, human resources, and MIS. Goal of 1,000 applicants/year for RISE positions.
Develop departmental succession plan. Identify core competencies required and develop training resources to address those needs.
Develop virtual human resources specialists - utilizing artificial intelligence, internet and “bot”, the virtual HR specialists could collect initial information for applicants for employment, inform supervisors of training requirements for their subordinates, and provide basic policy and practice training.
Achieve rating in the top 25% tier for wages and benefits in the market and service arena.
Develop an Enhanced Retirement Plan that would allow an employee in direct line services to retire with a secured standard of living.
20 year vision: Eliada has highly skilled staff who find their work rewarding.
shorT-Term ob jeCT ives
Residential Interns Seeking Excellence
{ big ideas }
The Residential Interns Seeking Excellence (RISE) program was one of the first new initiatives CEO Mark Upright brought to Eliada when he arrived in 2002. The RISE program offers new college graduates the opportunity to rotate through Eliada’s core service areas, gaining valuable experience and on-the-job training. Students commit to serve for one year and in exchange receive housing including utilities, meals, and a living stipend.
All of the service areas involve direct care, working with children and adolescents who have mental health diagnoses. Rotation through the different service areas provides interns with experiences in treatment planning and implementation, documentation, family team process, case management, crisis management and permanency planning.
RISE is truly a win-win program. The students benefit from the youthful enthusiasm of RISE interns, who are able to build their resumes and learn more about human services. For Eliada, the program has saved nearly $800,000 in staffing costs since its inception.
RISE interns are recruited through the career centers of colleges and universities, online internship placement services, and through limited regional and statewide advertising. Some RISE interns are from our local community, but Eliada has hosted RISE graduates from all over the country and across the globe. To date, RISE interns have hailed from South Africa, England, France, and Jamaica.
Roughly 40% of RISE graduates go on to positions of leadership within Eliada, and the remaining 60% leave to attend graduate school in social work and other related fields. Two RISE graduates have gone on to law school, and one is currently serving in the Federal Bureau of Investigation.
Realizing the success of the RISE program, our new strategic plan includes an ambitous expansion. We hope to open the program not just to potential human services employees, but also to those who are pursuing careers in accounting, human resources, and information systems technology.
This expansion will include the development of standardized trainings and learning opportunities for new interns, and further establish Eliada as an organization committed to training the next generation of leaders. Like our current RISE internship offerings, we anticipate that these new opportunities will be in high demand. Our goal is to create such valuable learning experiences that the volume of new applications will exceed 1,000 per year.
20 year vision: Eliada extends its mission beyond our organizational boundaries.
Develop a training series for treatment, education and management services. Market to other non-profits and children’s services organizations.
Develop career planning opportunities for current employees. Identify and assist employees who desire management career tracks in obtaining knowledge and skills to pursue opportunities both inside and outside the Eliada organization.
Work extensively with State and Federal Administrative Divisions to address quality and cost effective service delivery. Introduce and advocate for a single chart of accounts, standardized allocation methodologies, and computerized variance reporting.
Develop linkages with Family and Juvenile Courts to provide preventative, treatment and educational services. Develop a Parent Coordinator Division to provide mediation services. Seek Foundation funding for judicial services.
Develop an employee incentive program to encourage community volunteerism and involvement in civic associations. Rotary, Lions, Elks, Boy Scouts, Girls Scouts, Youth Recreation leagues.
shorT-Term ob jeCT ives
20 year vision: Eliada sustains a culture that embodies our Core Values: Faith, Hope & Love, Excellence, Teamwork, & Integrity.
Complete an employee handbook to include Eliada history, performance expectations, organizational structure and values, as well as operational guidelines. Develop hard copy as well as on-line version.
Produce an updated video to include information on each department of Eliada. Include performance expectations, attire, boundaries, interpersonal relationships and linkage between each department and Eliada as a whole.
Improve record retention system. Identify optimal placement of record archives on campus. Purge all non-required records. Develop effective and efficient document retrieval system. Develop full electronic storage system.
Computer scenario modeling for Financial/Program options.
shorT-Term ob jeCT ives
20 year vision: Eliada is nationally recognized for its services and organizational culture.
Achieve annual revenue goal of 15 million by June.
2.5% profit margin for combined services. Annual operations profit of $375,000.
Diversify funding streams- reduce medicaid funding percentage of total revenue from 83% to 60%.
Work with Foundation to conduct successful capital campaigns.
Collect data on performance indicators and post quarterly on the webpage. Utilize this data to direct programmatic and clinical decisions and initiatives.
Present outcome results and program evaluation model at a national conference. Initiate peer review of outcomes measurements and model with agencies, foundations and research entities throughout the United States.
Publish an article in a national publication on program evaluation model.
Change Eliada Homes name to simply ELIADA. Rebrand to honor the past, but accurately depict what Eliada is today and what it is striving to become in the future.
Become a national voice for the importance of Early Brain Development. Eliada would develop a campaign that would stress the importance of a stable, supportive environment during the first 5 years of life.
20 year vision: Eliada is financially independent through endowments, benefactors, and public/private funds. Eliminate dependence on federal and state public funding.
shorT-Term ob jeCT ives
shorT-Term ob jeCT ives
New research from Harvard University confirms the paramount importance of a nurturing environment in the early stages of life. This research shows that even though we cannot remember our infancy, what we experience in our first years profoundly shapes who we are and our capacity to become healthy, happy, and successful adults.
Infants are born with a brain that is primed for learning. At birth we have as many nerve cells as stars in the Milky Way. However, these cells have not yet established a pattern of wiring between them. An infant’s brain needs early experiences to wire the neural circuits of the brain that facilitate learning.
What a child experiences between the ages from birth to age 5 establishes the foundations for learning during this vital period when learning is easiest for a child. Early experience and interaction with the environment are the most critical in a child’s brain development.
What children need most is loving care and new experiences. Talking, singing, playing, social interaction, and reading are some of the key activities that build a child’s brain. The exchanges that caregivers assist with in a child’s environment are what spur the growth and pattern of these connections in the brain.
As the synapses in a child’s brain are strengthened through repeated experiences, connections and pathways are formed that structure the way a child learns. When a connection is used repeatedly in
the early years, it becomes permanent. If a pathway is not used, it’s eliminated. Beginning at about age 11, a child’s brain gets rid of extra connections in a process calling “pruning,” gradually making order out of a thick tangle of “wires.” The remaining “wiring” is more powerful and efficient. The school age years are not only years of cognitive learning while in an academic setting but also of constant social/emotional challenges.
Through consistency in quality guidance and care, school age children learn how to effectively handle these challenges. This ongoing process of learning guides children in how to cope with these challenges; building those lifelong connections and pathways in the bran that follow the child into adulthood. Furthermore, as adults they are then primed and prepared to successfully enter into the adult world of relationships, college and careers.
Our new strategic plan outlines a comprehensive outreach campaign designed to get this important message to parents, caregivers, teachers, and treatment facilities. As a national voice for the importance of early childhood brain development, Eliada will provide vital information to Help Children Succeed from the day they are born.
Learn more about the research and view the full text of related studies at http://developingchild.harvard.edu.
Early Childhood Brain Development
{ big ideas }
the 2009 compton society
ChurchesCentral UMC – The Martha
CircleCentral United Methodist ChurchChestnut Grove Baptist ChurchEbenezer Baptist ChurchFaith Missionary Baptist ChurchHominy Valley Independent
ChurchJubilee! Community, Inc.Main Street Baptist ChurchReeves Chapel UMCSt. Eugene ChurchWalnut Presbyterian ChurchWeaverville UMCWoods Memorial Baptist Church
Civic OrganizationsLand of the Sky Bassmasters
FoundationsCommunity Foundation of
Greater Greensboro
Community Foundation of Henderson County, Inc.
Community Foundation of WNCFoundation for the CarolinasGE FoundationJanirve FoundationLavendar Fund c/o Community
Foundation of WNCMerck Partnership for GivingSC Johnson Fund, Inc.The Duke EndowmentThe Kimmel FoundationThe Richard Eckerd
Foundation, Inc.United Methodist Foundation
of WNC, Inc.
BusinessesA to Z Glass, Inc. (Wholesale
Glass & Mirror)B&B TobacconistsBank of America Matching
Gifts Program
Beverly-Hanks SouthBI-LO, Inc.Blossman Propane Gas &
ApplianceBlueCross BlueShieldBrown & Brown of Lehigh
Valley, Inc.Carolina CATCarolina FirstComprehensive ChiropracticDavis Technologies LLCDeltec HomesEarth FareGDS, Inc.Grain and Salt SocietyGreat Smokies Medical CenterHendersonville Printing & MailingJudy’s Professional Cleaning
ServiceLewis Real EstateMailman Mail Management
Services
The Compton Society is a distinguished group of Eliada’s most faithful and generous supporters. Comprised of those that have given consecutively for five years or more and those that gave over $1,000 in the last fiscal year, The Compton Society represents a diverse spectrum of churches, foundations, businesses, and individuals who are united in their commitment to the children and families we serve. All of us at Eliada extend our heartfelt and sincere gratitude to members of The Compton Society for their overwhelming role in fulfilling our mission: Helping Children Succeed.
McClain EnterprisesMichigan Land Syndicate Mill End Enterprises, Inc.Music City of AshevillePearlman’s Carpet OneProgress Energy Matching
Gifts ProgramProgress Energy, Carolinas, Inc.Ruane, Cunniff & Goldfarb LLCSaint Gobain Abrasives, Inc.Southeastern Container, Inc.Sutherland Foundation, Inc.Taylor Motor Company, Inc.The Littlest GolferThe Orange Peel, LLCUPM Raflatac, Inc.
IndividualsMrs. Frances AllisonMr. & Mrs. Kenneth AllmanMr. & Mrs. Paul AmosMr. & Mrs. Walter AndersenMr. & Mrs. James AndersenMr. Marshall AndersonMr. Will AnnarinoMr. & Mrs. Fred AyersMrs. Corajean BarrettMrs. Pearl BlackMr. & Mrs. Fred BlackMrs. Madeline BlomMr. & Mrs. Roger BooneMr. & Mrs. Charles BoydMr. & Mrs. E.C. BradleyMr. & Mrs. William BriggsMr. William BrothersMs. Bernice BrownMrs. Merton BrownMr. James BrowningMrs. Nina BumgarnerMr. & Mrs. Thomas BumgarnerMrs. Erwin BurhoeDr. Larry CabeMr. & Mrs. Joseph Canfield
Mr. & Mrs. William CannonMr. Avery CarpenterJudy Carter & Susan SluyterMr. & Mrs. Carroll CaseMr. & Mrs. James ChapmanMrs. Sandra CheekDr. & Mrs. Kenneth ClarkMr. Melvin ClarkMrs. Isabel ColeMr. & Mrs. Ralph ConlonMr. & Mrs. Thomas CookMrs. Mary Louise CornMr. & Mrs. Wayne CoulterMr. Joseph CoyleMr. Wiley CrookMs. Eugenia CrossMr. & Mrs. Thomas DavidsonMr. C. Richard DavisMrs. Joan DeLuccaMr. & Mrs. Chuck DeytonMs. Brenda DillinghamMrs. Karen DonatelliMs. Esther DycusMs. Thelma DyerMs. JoAnn EbbsMs. Hope EdickMr. & Mrs. Thomas EdwardsMr. & Mrs. Joe El-KhouriMr. James EllisMr. Charles EpleyMr. Albert EstesMr. Micheal FarlowMr. & Mrs. Robert FinneyMs. Marjorie FosterMr. Charles FradyMrs. Helen FranklinMr. & Mrs. Harold FriendMr. Lee GallowayMr. Henry GaspersonMr. & Mrs. James GillespieMr. Donald GloverDr. & Mrs. Ronald GodboldMrs. Shirley GonceMr. Gregory GoodmanMs. Rachel Gordon
Mr. & Mrs. Allen GreerMrs. Irene GreerMr. & Mrs. Clarence GriffinMr. & Mrs. Rick GrossMs. Laura GroverMs. Deborah GunterMr. & Mrs. Edward HahnMrs. Hattie HaileyMr. & Mrs. Donald HallMr. & Mrs. Richard HaringMr. & Mrs. David HarrellMr. & Mrs. Brice HarrisMr. & Mrs. Stephen HarrisMs. Ruby HaynesMrs. Ruth HeinemannMr. & Mrs. Ernest HendersonMrs. Cynthia HobbsMr. & Mrs. Wayne HoffnerMr. Phillip HollandMr. & Mrs. Thomas HughesMr. & Mrs. Kenneth HughesMs. Elizabeth HunterMr. & Mrs. Robert HunterMr. & Mrs. Michael HuntleyMr. & Mrs. R.G. ImbtMr. James JarrattMr. Harvey JenkinsMr. Lawrence JenkinsMs. Marie JensenMrs. Mary Elizabeth JepsonMrs. Elsie JohnsonMr. & Mrs. Jerry JollyMr. & Mrs. Timothy KelleyMs. Joan KelleyMr. & Mrs. Ron KilichowskiDr. & Mrs. Philip KiratzisMr. & Mrs. William KiskenMrs. Gladys KoonMr. Ralph LambertMr. & Mrs. Alan LangMr. & Mrs. Brian LangfordMr. & Mrs. Kenneth LaRoweMrs. Audrie LaTowskyMr. & Mrs. Floyd LaymanMs. Karen Lindsay
Mrs. Edgar LyngholmMr. David MackintoshMrs. Susan MaricleMr. Duane MartinMr. & Mrs. Norman MasonMr. Robert MasseyDr. & Mrs. W.C. MathisMr. & Mrs. Hugh McCollumMrs. Jean McGuireMs. Tammy McIntoshDr. & Mrs. Roderick McLennanMr. & Mrs. Alexander McWilliamMrs. Georgia MeltonMr. & Mrs. Bob MerrillMr. Gary MewborneMr. Harry MillerMr. James MillerMr. & Mrs. James MillsMr. Louis MongioviMr. & Mrs. James MorganMr. Charles MorrisMr. James MoutosMr. & Mrs. Gerard MozianMr. & Mrs. Roger MyrtoMr. John NicholsMrs. Annie OrrMr. Howard ParksMr. & Mrs. Roland ParrisDr. & Mrs. Barry PateMrs. Milagros PayneMs. Elizabeth PennMr. & Mrs. Williard PhillipsMr. Gus PoulosMr. William PressleyMs. Leslie PriceMr. & Mrs. David ProffittMrs. Margaret PruittMs. Amy Pulaski MicskoMr. Shantharam RamaswamyMrs. Carolyn RamseyMr. & Mrs. Roy RamseyMs. Judith ReamMr. & Mrs. Joseph ReynoldsMr. Lawrence RiddleMr. & Mrs. John Riggins
Mr. & Mrs. Gary RobertsMrs. Joan RocamoraJudge & Mrs. Peter RodaMr. Ernest RosenauMr. & Mrs. Joe RowdenMr. & Mrs. Fred RussellMr. & Mrs. Cesar SastreDr. Lary SchulhofMrs. Beverly SchumpertMr. & Mrs. Russell ScottMr. R. Lee SechlerMr. John SharpeMr. & Mrs. Alan ShawMs. Glenda SheppardMr. & Mrs. Charles ShookMs. Elizabeth SidesMr. Charles SilverRev. & Mrs. Charles SiskMr. William SlawterMrs. Shirley SluderMrs. Susan SmathersMr. and Mrs. Ellison SmithMr. William SmithMr & Mrs. Michael SmithMr. & Mrs. Reece SnyderMs. Doris SorrellsMr. & Mrs. Mike SorrellsMr. Roy SpiveyMr. S.L. StambaughMr. & Mrs. Hal StarnesMrs. Lena StebbinsDr. & Mrs. Harry SteinerCol. & Mrs. C.D. StriderMr. & Mrs. James Suggs
Mr. Clyde SuttonMr. Harry SwillingMr. & Mrs. Phillip TatlerDr. & Mrs. Johnny TillerMr. & Mrs. George TiptonMr. Lee ToweryMr. & Mrs. James TrullMrs. Ruth UngerMr. & Mrs. Michael UprightMr. & Mrs. William VoelpelMr. & Mrs. Rolland WalkMr. Robert WardMr. & Mrs. Boyd WarrenMr. Donald WatrousMr. & Mrs. Raymond WeidnerDr. & Mrs. James WeilbaecherMrs. Evelyn WeinmannMr. & Mrs. Joseph WestmorelandMs. Nancy WilliamsMs. Rebecca WilliamsMs. Pat WilliamsMr. & Mrs. Kris WilsonMrs. Bertie WilsonMs. Tammi WilsonMs. Virginia WilsonMr. & Mrs. John WinkenwerderMs. Harriette WinnerMr. & Mrs. James WootenMr. Reginald YoungMs. Virginia YoungMr. & Mrs. Dennis YountsMr. & Mrs. Steve ZeisEstate of Ethel O. AndersonEstate of Jean Whitmire
Thank you To our donors
Churches
Abernethy United Methodist Church
Central UMC, Covenant Class
Central UMC, Inquirers’ SSC
Emma UMC, Good News Class
First Baptist Church of Asheville
Reynolds Missionary Baptist Church
Walnut Free Will Baptist Church
Walnut Presbyterian, Young Adult SSC
Weaverville UMC
Civic Organizations
Kiwanis Club of West Asheville
Int’l. Brotherhood of Electrical Workers
Land O’ Sky Doll Club
Robbinsville Lions Club
Valley Springs Lions Club
Foundations
Care Partners Foundation
Sutherland Foundation
Businesses
Advanced Business Equipment
Animals R Us
Anson Construction Company
Asheville Pool & Patio
AZPAC Match Program
Bankers Insurance Group
Beverly-Grant, Inc.
Bouchon
Boyd Mountain Log Cabins
BRS, Inc.
Brumit Restaurant Group
Carolina Home Exterior
CEC Entertainment
Clarkston Consulting
Deal Motor Cars
Edline
Fidelity Brokerage Services
Four Seasons Plumbing
Frankie Bones
Hampton Inn
Hardin Chiropractic
Jim Barkley Toyota
Kimmel & Associates
KOHL’s
Kuchar Tax Planning & Financial Services
LabCorp
Lifestyles Unlimited
Marcis Auto Racing
Mast General Store
Mayhew Consulting Company
Mckinney Insurance Agency
Mechanical Equipment Corporation
Meinch Construction
Mike Byer Auto & Truck Repair
Mike’s on Main Street
Mission Hospitals
Nova Development
Office Environments of Asheville
Pearsall Operating Company
Ray & Allen Funeral Service
Rod Hubbard
Sam & Dave’s Auto Sales
Smith, Kesler, and Company, PA
Stanley A. Briggs Custom Furniture
State Employee’s Credit Union
Steve Fox Electric
TDA Associates
Teresa A. Tuers Appraisals
The Lobster Trap
Todd’s RV & Marine
TP Howard’s Plumbing Company
Wachovia Bank
Individuals
Ms. Dawn Allen
Mr. Ray Anders
Mr. and Mrs. Terry Andersen
Mr. and Mrs. John Anderson
Ms. Carolyn Ashworth
Mr. and Mrs. Dennis Atkins
Mr. Michael Babb
Mr. and Mrs. Ray Bachmann
Mrs. Juanita Baker
Mr. Milner Ball
Mr. and Mrs. Harry Barnes
Mrs. Betsey Bent
Mr. Mike Blankenship
Mr. and Mrs. David Bourne
Mr. and Mrs. William Boyer
Mr. and Mrs. Charles Bradley
Dr. William Brazil
Ms. Carol Browne
Mr. and Mrs. William Buckner
Ms. Deborah Burchfield
Mr. and Mrs. James Burns
Mr. and Mrs. Rowe Campbell
Dr. and Mrs. William Campbell
Mr. and Mrs. Jimmie Cantrell
Dr. David Cappiello
Mr. Kyle Carter
Mr. William Carter
Mrs. Judy Carver
Mrs. Elaine Cave
Mrs. Debra Chapman
Mr. Robert Chason
Mr. Peter Ciaccio
Mr. Robert Cline
Mr. Thomas Corbin
Mr. Johnathan Corwin
Ms. Ann Coxe
Mrs. Margaret Creasman
Dr. Denniston Crews
Ms. Obera Currin
Mr. Alan Cutter
Mrs. Jeanne M. Daniel
Mr. Gerald K. Davies
Ms. Phyllis Delaney
Mr. Gregory Denton
Mr. and Mrs. Rock Doddridge
Mr. and Mrs. Charles Dolcimascolo
Mrs. Barbara Dougherty
Dr. Louis Dwarshuis
Mrs. Sue Echols
Mr. Alfred Edye
Ms. Janet Egan
Mr. Charles Elmer
Mr. and Mrs. Dave Fell
Mr. Larry Fisher
Ms. Julie Forbes
Mrs. Johanna Fowler
Mrs. Carol Freeman
Dr. and Mrs. Robert Freeman
Mr. and Mrs. Wayne Freeman
This list includes those donors who have given $100 or more in the last fiscal year (July 1, 2008 - June 30, 2009)
Mr. and Mrs. Thomas Furci
Mr. Paul Geoghegan
Mr. Matthew Godfrey
Mr. Timothy Goodson
Mr. George Goosmann
Mr. Henry Gregg
Mr. and Mrs. Timothy Griffin
Mr. Carl Groth
Mr. Robert Gunter
Mrs. Hector Gutierrez
Mr. Brian Hall
Ms. Sarah Hall
Mr. Corwith Hamill
Ms. Judith Hamill
Mr. and Mrs. Claude Harris
Mr. Stephen Harris
Mrs. Myrna Harris
Ms. Vivian Henson
Mr. and Mrs. L.R. Higdon
Dr. Haywood Hill
Mr. Donald Hinton
Ms. Elizabeth Hocking
Mr. and Mrs. Paul Holcombe
Mrs. Peter Holloway
Mrs. Lisa Hookano
Mr. and Mrs. Curtis Horn
Dr. John Hoskins
Mr. Leonard House
Ms. Sarah Hudson
Ms. Lynn Hull
Mr. and Mrs. Robert Humes
Mr. and Mrs. Steward Humphrey
Mr. and Mrs. Wes Hunt
Mr. James Hurley
Ms. Celeste James
Dr. Oscar Jenkins
Mrs. Kathryn Johnson
Mr. Don Jones
Ms. June Kerr
Mr. and Mrs. Paul Ketchum
Mr. Barry Kimble
Mr. and Mrs. Bruce Kimble
Mr. and Mrs. Michael Kimble
Mr. and Mrs. Doug King
Mr. and Mrs. Jon Krupnick
Mr. and Mrs. Joe Lasher
Mrs. Donna Leonard
Mr. and Mrs. James Lesko
Mr. Thomas P. Leslie
Mr. Benny Lewis
Mr. Carl Lewis
Judge and Mrs. Robert Lewis
Mr. Christopher Libertore
Mr. and Mrs. Michael Lilly
Ms. Hannah Lim
Mr. and Mrs. John Link
Mr. Karl Litten
Mrs. Mae Long
Mr. and Mrs. William Lytle
Ms. Leah Matthews
Mr. J. Nathan McCarley
Mr. Walter McConnell
Mr. and Mrs. Julian McCracken
Mrs. Tracey McCrain
Mr. and Mrs. Mike McCrary
Ms. Jayne McDonald
Mr. and Mrs. Lee McElrath
Mr. and Mrs. Jeff McKinney
Ms. Arlene McLellan
Ms. Sarah McMahan
Mr. and Mrs. William McPhaul
Mr. Charles Messer
Ms. Patricia Michales
Mr. F.E. Miller
Mr. and Mrs. Lloyd Miller
Mr. James Mitchell
Ms. Julie Modaff
Mr. Robert Molezzo
Mr. and Mrs. Coy Moore
Mr. Tom Morgan
Mr. Bill Morris
Mr. and Mrs. Francis Morris
Mr. Samuel Morris
Mrs. Cora Mundy
Mr. William Newman
Mr. William Newton
Ms. Susan Nilsson
Mr. Frank Orminski
Mr. and Mrs. Mitchell Osteen
Mr. Alan Pace
Dr. Jerry Parsons
Mr. and Mrs. Kenneth Partin
Mr. and Mrs. Lowell Pearlman
Mr. Marvin Pearlman
Mrs. Jane Perkins
Mr. Robert Perkins
Ms. Karen Pfotzer
Mr. and Mrs. George Phillips
Ms. Martha Pierson
Mr. and Mrs. Richard Ponte
Mrs. Mary Powell
Mr. and Mrs. Emmett Ramsey
Mr. and Mrs. G. M. Randolph
Mr. Millard Reed
Miss Monte Richardson
Mr. and Mrs. Robert Riddle
Ms. Teresa Ringer
Mr. and Mrs. Kenneth Roberts
Mrs. Dorothy Robinson
Ms. Alicia Rocawich
Mr. and Mrs. John Rose
Mr. and Mrs. Henry Rutledge
Mr. and Mrs. Brian Schlegel
Mr. and Mrs. Ralph Schwarzkopf
Mr. and Mrs. Thomas Scott
Mr. Marvin Secrest
Mr. and Mrs. Edwin Sizemore
Mr. and Mrs. Bretney Smith
Mr. and Mrs. Canie Smith
Ms. Corena Smith
Ms. Stacy Smith
Mr. and Mrs. John South
Mrs. Ellen Starkman
Mrs. Margaret Storey
Mr. Jim Summerlin
Mrs. Lucinda Taylor
Dr. and Mrs. James Teague
Mr. Ted Trivette
Mr. and Mrs. David Upright
Mr. & Mrs. Mark C. Upright
Dr. & Mrs. Randall Vanderbeek
Ms. Cora Ruth Ward
Mrs. Debra Warfield
Mrs. Brenda Warren
Ms. Beverly Watson
Mr. & Mrs. Robert Webb
Mr. & Mrs. Kevin Westmoreland
Mr. & Mrs. Ken Wiig
Mr. & Mrs. William Wilcox
Mr. Elzie Wilde
Mr. Thomas Wilf
Mr. & Mrs. Corwin Williams
Mr. & Mrs. Dean Williams
Mr. John Williams
Mr. Michael Woody
Mr. David Yawars
Mr. Edward Younger
Jean Bauer McGuire–ChairpersonAssistant Professor of Nursing,Western Carolina University
Gary C. Roberts– Vice ChairpersonTax Director, Buncombe County
James M.Lesko – TreasurerRetired, Johnson Wax
Karen K. Donatelli - SecretaryRealtor, Beverly-Hanks & Associates
Stuart E. Weidie– Imm. Past ChairPresident, Blossman Gas, Inc.
Debora Burchfield Director, Bunc. Juvenile Detention Ctr
Dr. James E. Weilbaecher Retired, Orthopaedic SurgeonPartner, Blue Ridge Bone & Joint
Co-Wefa Lyda President, Eliada Alumni Association
Kevin WestmorelandRestaurant Owner, Corner Kitchen
Dennis YountsRetired, Law Enforcement
Charles W. SmithInvestment Executive, Fifth-Third Bank
Harriette G. WinnerRetired, Mission Hospital
Sally PearlmanRetired, Pearlman’s Carpet One
John O’NealGeneral Manager, GDS
William NeeriemerSenior Manager, Dixon-Hughes
Latrella G. McElrathBusiness Relationship Banker, Wachovia
Kenneth R. HuntAttorney/Partner, Roberts & Stevens
Eliada Homes Board of Trustees
Eliada Foundation Board of Trustees
Timothy A. Kelley - PresidentPartner, Dixon-Hughes, PLLC
Hugh E. McCollum - Vice PresidentPrivate Investment Manager
Martin Lewis - Secretary/TreasurerCommercial Realtor, Lewis Real Estate
Executive Committee - Eliada Homes
Jean Bauer McGuire
Gary C. Roberts
James M. Lesko
Karen K. Donatelli
Stuart E. Weidie
agency leadershipMark C. Upright, J.D., M.B.A.President/Chief Executive OfficerAttorney at LawPresident, Child & Family Svcs. Association of NC
Marie Jensen, M.S.Chief Operating Officer
Rebecca WilliamsChief Financial Officer
Michelle M. Robinson, M.S.Director of Development,Eliada Foundation
Tracey McCrain, M.B.A.Director of Child Development Services
Dennis HawleyDirector of Human Resources
medical & clinical directionDr. Philip Kiratzis, M.D.Medical DirectorChild Psychiatrist
Georgia Defrancia, L.C.S.W., M.S.W. Clinical Director
licenses & accreditationsCouncil on Accreditation (COA)
National Association for the Education of Young Children (NAEYC)
NC Division of Social Services
NC Division of Child Development: Five Star Childcare License
NC Division of Health Service Regulation
NC Division of Medical Assistance
NC Division of Non-Public Education
Southern Association of Colleges and Schools
Western Highlands Network: Corporate and Service Endorsement
affiliations
Association of Fundraising Professionals (AFP)
Child and Family Services Association of NC
Head Start
National Child Care Development Association
NC Center for Non-Profits
NC Foster Family Treatment Association
Smart Start
